In 2019, it’s a given that a diverse, inclusive workforce is a desirable goal for any organization. Diverse teams come up with better, more innovative ideas. Research shows that diverse groups produce measurably better output by drawing on the expertise and ideas of people from a wide range of backgrounds.

Unfortunately, inclusive and diverse work environments don’t materialize out of thin air—our natural unconscious biases tend to get in the way when left unchecked. That’s why many companies have implemented mandatory diversity and inclusion training. But do these training programs work?

Numerous studies are pointing to no. Some suggest they are ineffective, and some go so far to say as training programs are actively damaging to diversity efforts.

So, what does work? To answer that, we must understand the limitations of traditional diversity and inclusion training, which can usually be found in one of two areas: the failure to understand that cognitive biases are extremely difficult to root out, and the failure to recognize the need for ongoing education.

Fortunately, there are ways to address both.

The key to addressing cognitive bias: Focus on behaviors

The fact is, cognitive biases are difficult to address even if people receive training on them. Harvard sociology professor, Frank Dobbin, told Fast Company that the strength of cognitive biases is also its weakness. Human brains evolved to make quick, snap decisions. In ancient times, this process kept us alive, but in today’s business world it can lead to limited thinking and poor judgment.

A prime example of this is the belief that because we are good at our jobs, people similar to us will also be good at their jobs. Given that historically business was dominated by white males, this deep-rooted bias has perpetuated this demographic skew in most sectors, at every level, generation after generation.

Reprogramming that system takes finesse—confronting bias is difficult, especially since many cognitive biases encourage people to feel defensive, reject logic, and double-down on the bias when challenged on it. That’s why researchers like Peter Cappelli, management professor at Wharton’s Center for Human Resources, and Frank Dobbin suggest that companies should focus on behavior instead of thought.

By providing employees with action-oriented instruction on what they should be doing to avoid biased thinking, they can initially focus on simple behaviors. Here is an example from Blue Ocean Brain’s microlearning course Managing In-Group Favoritism:

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Recognize the arbitrary nature of ingroup-outgroup distinctions. The example of motorists and pedestrians helps make this point clearly. You are in the in-group at one moment and in the out-group the next.

Now, take action: Expand your professional network to include individuals who think differently than you. Commit to inviting someone with whom you frequently debate to join your next project team. Take note of the breadth and quality of the ideas and decisions: did fresh ideas or new processes surface?

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The learner isn’t asked to absorb broad concepts and go on their merry way a changed person, but is given a real-life analogy to bring relevance to the topic, then challenged to try one new behavior. It may seem small, but there’s a cumulative effect: down the road, with self-exploration and practice, different ways of behaving can lead to different ways of thinking.

The key to effective D&I programs: Continuous, reinforced education

Traditional D&I training has taken the one-and-done approach—an afternoon training lecture that barely scratches the surface—believing that some D&I training is better than none. In reality, it’s having the opposite effect. One Harvard study found that, with more than 800 companies and over 30 years, diversity training had “no positive effects in the average workplace.” At worst, diversity seminars can have the result of actually promoting prejudice.

Transforming into a culture of diversity and inclusion takes time. Our brains have learned to operate a certain way over our entire life, it won’t change after one seminar. Instead, effective D&I learning programs are continuous learning journeys. Each step of the journey delivers a new piece of information that builds on the last. Individual modules can be short and easily digestible, but the overall learning path delivers deeper learning.

A carefully curated learning journey with ongoing reinforcement—rather than a ‘brain dump’ of information that is almost immediately forgotten—allows for better understanding and retention.

It’s also important to develop a program where employees can easily “bump into” learning. If employees are given the opportunity to learn about cognitive biases at their convenience, they are less likely to respond with defensiveness.

A microlearning strategy empowers companies to deliver the type of long-term, ongoing D&I education that actually helps create cultural change within an organization. By providing continuous, bite-sized learning, companies can avoid the pitfalls of traditional trainings and better create a more diverse and inclusive workforce.

The principal benefits of microlearning—that it improves accessibility, retention, and application of learning—are clear. But there’s more to the story of why microlearning is such an effective way to upskill employees, boost engagement and improve organizational culture. Here are eight added benefits that explain why microlearning accounted for over 60% of all learning in 2018:

1. Stay nimble and solve specific skills gaps.

With microlearning, companies can tailor topics for learning modules in a “results first” approach, by selecting content that targets identified skills gaps. As employees consume the learning, companies can evaluate whether the identified problem is being addressed and make adjustments as needed. Additionally, as learning priorities evolve, for example a new diversity and inclusion initiative is launched, managers can pivot much more quickly to maintain content alignment and effectiveness.

2. Avoid adding another learning platform.

Many companies struggle with a growing portfolio of learning platforms that require HR attention and IT support. When designed as a digital, cloud- based technology, microlearning can easily layer into your existing learning ecosystem, launching from your intranet, LMS, or LXP to enable one-click access for your learners. Eye-catching, regularly refreshing content draws employees in to your existing platforms to help build learning as a daily habit and drive traffic to your other learning technologies.

3. Enable on-demand talent development.

Josh Bersin estimates that the average employee has only 24 minutes each week to devote to learning. With microlearning, information is condensed to not only allow for quality comprehension, but to account for the time deficits facing today’s employees. When built as a digital, mobile-friendly environment, employees can engage with content when and where it works best for them. And to solve for time- sensitive training needs, a easily searchable library of micro-lessons allows for just-in-time learning.

4. Track engagement and comprehension.

With built-in reporting functionality, managers can see who is regularly diving in to the learning and who might benefit from email push notifications. They can also track which topics are getting traction and which are not resonating with their teams, allowing them to ensure content meets learner needs and interests.

Building knowledge check questions into lessons allows leaders to see what employees do and don’t understand in real time. When adaptive learning is designed into the program, lessons can be served up based on what they’ve demonstrated to understand or not yet have mastered.

5. Empower the learning journey.

Microlearning delivers an autonomous experience that helps develop self-directed learners. By allowing employees to choose when and where they learn, microlearning offers employees the opportunity to take charge of their development.

People are more likely to engage with material if they have greater control over the user experience. It is estimated that microlearning creates 50% more learner engagement,³ and according to LinkedIn, 58% of employees want to learn at their own pace. Of Blue Ocean Brain’s learners, 90% prefer microlearning over any other training tool within their organization.

6. Get more bang for your buck.

According to Dr. Ray Jimenez, author of 3-Minute Learning, microlearning lessons can be produced faster and at less cost than traditional courses. Microlearning modules are shorter, require fewer human resources and less equipment, and can be updated regularly. Curated content can then be consolidated into an online library resource and used as evergreen material for existing or new employees. And as a fully online and self-paced learning method, companies can save the costs related to travel and loss of productivity associated with in-class training.

7. Be reflective of company culture.

Some common myths about microlearning—that it can be overly casual in tone or address topics too superficially—are based in the misconception that microlearning is as static as more traditional learning methods. In fact, one of the most differentiating values of microlearning is that it can be easily adjusted to any workplace.

Microlearning’s flexibility allows companies to customize modules to their exact needs and corporate culture. When learners feel they are interacting with relevant material that reflects their company and role, they are more likely to engage with it more deeply and more often.

8. Build learning that inspires action.

Microlearning is designed to be compact and results-driven, with each lesson addressing one main learning objective reinforced with three to five actionable takeaways. By eliminating the “fluff”, and focusing on scenario-based content that draws on real-life examples relevant to the learner, completion rates go up and comprehension and retention are boosted dramatically. Topics can then be readdressed through recursive learning to build on new ideas— resulting in the deeper learning required to create sustained shifts in behavior and actions.

These added benefits of microlearning are often overlooked, but when aggregated and tracked over time, companies can recognize the true and deeper impact of microlearning.

There are a lot of moving parts to keep track of when you bring on a new employee, and a lot to worry about when you are the new employee. A common solution to both of these issues is a well-constructed onboarding plan. While many organizations offer these programs, it appears that most may be missing the mark.

Leadership advisory firm Egon Zehnder surveyed more than 500 executives about their onboarding experiences. They found that many companies think they are doing a good job of onboarding when in reality they aren’t.

The biggest reason cited for an unsuccessful onboarding was a lack of integration into the organization’s culture. Sometimes referred to as cultureboarding, this initiation into organizational norms and atmosphere is a critical—and often overlooked— step when orienting new employees.

There is more to effective orientation and onboarding than completing HR paperwork, selecting benefits, and reviewing company policies. These are undoubtedly essential things that need to be completed, but Watkins says, “It’s the deeper work of integrating new hires where the real work of bosses begins.” He offers seven tips to help organizations get it right.

7 Tips for Onboarding Success

Understand their challenges. Recognize that problems are the norm when starting a new job and proactively address potential obstacles for your new hires. If a new hire is reluctant to raise their hand with a problem, issues will pile up and new relationships will be strained.

Accelerate their learning. Supply your employees with the new technical knowledge they need to do the job, but also the cultural and political knowledge about how your organization works so they can be productive and feel connected sooner.

Make them part of the team. Practice inclusive onboarding. Introduce the new hire to the team and explain everyone’s role. Do it sooner rather than later so everyone can be a part of helping the new team member get acclimated.

Connect them with key stakeholders. There are likely people outside of the new employee’s team who are important to know, so be sure to make introductions.

Give them direction. Set clear expectations. Tell the new employee what needs to be done, how to go about doing it, and why it matters. Then give them a point of contact to go to when help is needed.

Help them get early wins. The sooner you start celebrating success, the better; it makes employees feel valued, builds confidence, and generates momentum.

Coach them for success. After the initial onboarding, continue to connect with and coach your employees. Even a simple “How are you doing in the new role?” now and then can go a long way.

“Onboarding is a magic moment when new employees decide to stay engaged or become disengaged.”

Amy Hirsh Robinson, The Interchange Group in Los Angeles

The onboarding process lays the foundation for an employee’s success. It could set them on a course to either become loyal and productive or confused and disengaged. Amy Hirsh Robinson with the Interchange Group suggests that after the initial orientation, organizations should survey new employees to check whether their expectations are being met and then continue with regular check-ins.

Doing this sends the very important message that the organization is invested in the employee’s successful integration and growth during a critical period of initial adjustment.